August 19, 2025 • 57 mins
Most roofers throw money at marketing and just hope it works.
But that’s like putting cash in a slot machine.
In this podcast, I’ll show you how to STOP gambling and START building a system that actually works.
You’ll learn how to:
- Know if your marketing is working
- Stop wasting money on junk leads
- Measure the 4 numbers that matter most
- Think like a GC (General Contractor) of your own marketing
- Take control — even if you’re not a “marketing guy”
I’ll also break down the BIGGEST money-wasting mistakes roofers make. (One member saved $121K just from what I shared!)
You’ll see why most roofing companies struggle with marketing… and how to flip it into your biggest growth engine.
If you want marketing that’s trackable, predictable, and gets results — this is for you.
P.S. The weak are getting crushed right now. Private equity. AI. Rising lead costs. This is your edge.
Want to stop going at it alone?
Links:
https://www.rsra.org
https://askadambensman.com/
🤖 Have a question? Ask this customized ChatGPT for the answer! Specifically designed for this episode, it’s here to help! https://roofingpod.com/chatgpt-269
Listen to the episode on Spotify & Apple Podcasts (269) 👇
🎧 https://roofingpod.com/spotify
🍏 https://roofingpod.com/apple-podcasts
PODCAST SPONSORS:
- The Roofing & Solar Reform Alliance: https://roofingpod.com/RSRA
- PowerUp Agents AI: https://roofingpod.com/power-up-agents-ai
- Day 41 Thrive: https://roofingpod.com/day-41-thrive
IG: https://www.instagram.com/roofingsuccess/
FB: https://www.facebook.com/groups/roofingsuccess
Join Our Facebook Group: https://roofingpod.com/facebook
📱 Text Jim @ (612) 512-1812 – Say Hi!
💬 Leave Us a Review: https://roofingpod.com/review
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Are you treating your marketing like a slot machine,
tossing in money and hopingsomething pays off?
What if you could finally takecontrol, cut waste and start
running it like a predictablemachine?
In this episode, we're sittingdown with Adam Benzman to break
down exactly how to stopgambling with your marketing and
start running it like aseasoned general contractor what
(00:23):
he calls becoming the GC ofyour own marketing.
You'll learn how to measurewhat matters, cut what doesn't
and turn marketing into areliable engine for growth.
Adam is the creator of theRoofing Sales Survival Guide,
founder of the Roofing and SolarReform Alliance and the
industry's most followed salestrainer.
(00:43):
But what most don't know isthat he's also a direct response
marketing expert who's helpedcompanies generate billions in
revenue by fixing one thing howthey think about marketing.
What makes Adam's insight soimpactful is that he's done it
from every angle door-to-doorretail agency side.
(01:04):
As a coach, he's obsessed withdata conversion, psychology and
helping contractors understandthe hidden money in their funnel
.
His simple four-metricframework has saved roofing
companies hundreds of thousandsof dollars, sometimes in just
one conversation.
So if you've ever wondered ismy marketing working, or if
(01:27):
you're just tired of guessingand ready to scale predictably,
this is the episode for yourroadmap to success.
Let's dive in with Adam Benzman.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
Speaker 2 (01:49):
Adam Benzman, welcome back, dude, it's so good to be
here.
I've never been on a podcast asmuch as I've been on yours, and
it's a freaking joy.
Man, I love it.
Speaker 1 (01:59):
Yeah, we have a good time.
We have a good time.
We have a good time.
We have a good time, and youknow.
That's why you know, that's whywe're twinsies.
We match rsra logos everywhereyou know, representing.
I love it.
Um, you know?
Uh, for the three people in theroofing industry that don't
(02:20):
know, everyone that listens tothis knows who adam benjamin is
and if, but I have run into somepeople recently who are not
familiar with the rsra.
Speaker 2 (02:31):
Yeah, well, they will soon be.
Uh, should I do a quick introfor those that?
Speaker 1 (02:37):
might not know me intro, you know I made a mistake
once I was.
Speaker 2 (02:40):
I was speaking at a state contractor association
early I I don't know years agoand I just started going.
And then I'm like 15 minutes inand I'm giving these looks.
I'm like does anyone need anintro?
Like who I am, and like thewhole room raised their hand,
except for, like the dude thatbrought me in.
So I'll never assume If you'renew to my world, welcome.
(03:01):
If you're not, welcome back.
My name is Adam Benzman.
I host a YouTube channel calledAdam Benzman and it's the
number one most followed roofingsales training in the industry.
I built a sales training excuseme, a sales system and sales
training system called the RoofStrategy Sales System.
It was used in every singlestate in the US, canada,
australia, my many thousands.
It is now only available tomembers of RSRA.
(03:22):
I'm the author of thebestselling book the Roofing
Sales Survival Guide how to Beatthe Odds, overcome Yourself and
Win Big, and founder of theRoofing and Solar Reform
Alliance, which is the mostpowerful, connected and
vulnerable community in theroofing industry.
We're a community of rooferswho don't like roofers, and what
we do is we share our winningsecrets to help each other
dominate in today'sfast-changing and unpredictable
(03:43):
times.
If you want to learn more, goto rsraorg slash join.
There's also a link in thedescription and that should be a
quick quick enough version forfolks who are unfamiliar with
the world that we're in.
That's right.
Speaker 1 (03:57):
Part of the RSRA.
One of the things that we'veconnected on is marketing.
You actually are have a verystrong marketing background.
Yeah, um, I think you're one ofthe better copywriters that
I've ever met.
Give you some little praisethere, appreciate, um, people
don't know that.
(04:17):
They think of you from thesales perspective.
Yeah, they don't think of youfrom the marketing perspective
as much, but I'm a good marketerBecause you're a good marketer,
that's right, exactly, but mostpeople don't know about my
marketing background either,which is so, but yeah.
Yeah.
Speaker 2 (04:33):
Thank you for the kind words, by the way.
Speaker 1 (04:39):
Yeah, in the RSRA was the struggle that most of the
people listening to, listeninghere have.
And that's you know, man, is mymarketing working?
Yeah, is.
Am I?
Did I hire the right agency orperson to work within my
business to manage my marketing?
Do I, you know, is this, isthis, is this effective?
(05:03):
And that all bubbled up to themarketing control system?
Yeah, and, and I love the waythat you, when you first told me
about it, you're like I want toteach, I want to teach
contractors how to be the GC oftheir own marketing.
I was like how good is that man?
Like that's the perfect way fora contractor to look at it.
(05:27):
Right, like I've told thisstory on the podcast a few times
, but when I was doing a lot ofresidential rehabs in Denver,
back in the at the turn afterthe crash in 08, 09, all in that
area, I used to every job thatI did, I did a trade.
So, or every house that I did,I did a trade.
(05:52):
So like, on one house I'd doelectrical work, on another
house I'd do some plumbing onanother one.
Speaker 2 (05:56):
I did drywall.
Speaker 1 (05:56):
I'll never do that again.
Um, you know, I did some tilework.
I did some right.
I did a lot of the work, andthe reason that I did it was to
know enough of what went into itso that I could effectively
determine what bid I shouldchoose when I was GCing my own
(06:16):
rental rehabs.
And it really clicked with methat this is along the same
lines, like, hey, you got toknow enough.
You have to know enough to knowwhat you're buying or paying
someone for.
You have to know if you'rebeing effective or not.
But you don't have to be an SEOor a Google Ads manager or a
(06:39):
Facebook media buyer.
You don't have to learn thetrade of Facebook media buyer.
You don't have to, like, learnthe trade of Facebook media
buying, right, like.
And so talk a little bit aboutwhere, where this came from, and
and and the foundation of it.
Speaker 2 (06:54):
Yeah, absolutely so.
I want to talk about why I didit and then I'll give the
backstory.
Most roofing companies and Iknow that it's it's a broad
generalization when I say most,that's just my experience Most
roofing companies are gamblingwith their marketing.
And if I say, how much are youspending, some people will know
that.
The next one is where do yourleads come from?
They'll name a few sources andwho's in control of it, and then
(07:19):
that's when people lose it.
They're like what do you meanin control?
Things work or they don't work.
I've tried this agency andthere's a big mystery.
There's a lot of marketingagencies out there that will
promise the world.
That is how we connected.
I remember the first time youreached out and in in my head I
rolled my eyes and went oh,another way, he's fricking
marketers.
You, you clearly knew what youwere talking about and you I.
(07:40):
You were probably the only Ithink still to date, the only
person I've ever responded towho's like a marketer.
And then we got to talking likedude.
This guy knows his stuff, heactually knows what he's talking
about, and that's when wereally connected.
But most agencies over-promise,under-deliver or they're great
at one thing but they have to.
(08:00):
I'll give you an examplethey're really great at
pay-per-click management, butthey're terrible at everything
else, meaning they can't write alanding page to save their
lives.
Their ad copy is horrendous.
But they're great at managing acampaign and optimizing to get
leads, but they're like oh well,now we need someone to write
the ad copy and the roofer's notdoing it.
(08:20):
So let me go jump on Fiverr,hire someone who I can just have
write copy, and they undervaluethe necessary pieces.
So what ends up happening isroofers get burned.
They spend a bunch of money.
The left hand doesn't know whatthe right hand is doing.
This guy's in charge of my SEO,who doesn't know what's going
on with my landing pages.
My landing page guy andwhoever's building my website
doesn't know what's going onwith pay-per-click.
(08:41):
My Facebook guy is on his ownrogue journey and now like
there's no cohesive system.
So I wanted to solve thatbecause?
Solve for that?
Because what I see is what istruly magical about marketing is
it is timeless.
Marketing is just like sales inthe fact that the fundamentals
(09:05):
will not change.
Period, because humans don't,and we haven't for hundreds or
thousands in many thousands ofyears, and what does change is
the latest, greatest tool orpractice like LSA didn't exist
when it before LSA existed.
You know, pay-per-click was anewer thing when it came to
market but it built upon thefundamental laws of marketing
(09:30):
and I started seeing this as theroofers that are gambling.
As Dean Jackson, who is a hugeinfluence in my life from a
marketing standpoint I have theprivilege to join him on
trainings here.
I'm actually going to be withwith him tomorrow Says that
roofers and people in generalwill often treat their marketing
like a slot machine.
So in other words, they'll justsay hey, you know, maybe they
(09:52):
even turn to the industryFacebook groups you know who's
had good luck with this, wherecan I get leads and they
literally just throw money atsomething and it's almost like
taking a pin out of a grenadeand launching it and being like
I really hope it works, and then, like in 30 or 60 days, they'll
look back and be like did I atleast make enough to make my
investment back?
Oh, at least I broke even, youknow, or maybe I got a little
better versus it being a vendingmachine where you know if I'm
(10:14):
going to, if I'm going to insertmoney, I can press C9 and get
the bag of Doritos.
I want and and I wanted to helpcontractors fully take control
of their marketing, because theway that I look at marketing is
that your company, one's company, is a high-performance vehicle.
It's like the Porsche GT3.
And this is many roofers thatbelieve, and I believe it too.
(10:35):
You have the best company, bestproduct, best service, best
warranty and the best of thebest, and you pour your heart
into it.
But that means absolutelynothing without one thing, and
that's customers.
And the marketing isessentially the gasoline or the
fuel for the Porsche GT3.
But most people are running thePorsche GT3 on the racetrack
without a gas gauge.
And if you ever run a car on aracetrack I used to do these
(10:56):
track days with my dad and Imissed the snot out of them.
But that gas gauge goes downreally quick.
You're getting two, three milesa gallon on the track and if
you're lucky, and you don't knowhow far you can go when you
have no gas gauge.
So imagine you're on the trackall day and you get in the car
and you're like I don't evenknow what the gas gauge says,
how far can you go?
(11:16):
How long will your business run?
And the answer is I don't know.
So the idea is to teach timelessstrategies for people to become
what I call the GC of yourmarketing, which a general
contractor.
What they'll do is.
They'll take a vision.
This is the owner right has avision which turns into
blueprints, which is a plan,which then you need to find the
contractors, the tradesmen, tobring it to life, and you need
to know just enough to spotthings when they're not right.
(11:39):
You need to know how to stickto budget because you will go
over.
No one's ever built a house andbeen like well, surprisingly, I
came in under budget.
That doesn't happen.
And they need to know who tocall to fix the thing and fire
the guy that's not working outand that's becoming a GC or your
marketing.
So what I built is what I callthe marketing control system.
The end goal is for you to havewhat I call marketing control
(12:00):
freedom, where you havepredictability to scale.
You can run circles around thead agencies, you can quarterback
and call the shots, you knowwhat's working, what's not and
why.
And just in the workshop that weran for our RSA members I'm so
glad that you were able to flyin for that one we saved two
members and this is noexaggeration.
In under five minutes ofquestions, two members saved.
(12:23):
One saved $75,000.
The other one, by the way, sheposted in the community after
the total tally was $121,000.
That doesn't account for thegain.
I'm just talking quick cuts, oflooking at your marketing in a
different way, cutting outwasted spend and then
reallocating that moneyelsewhere.
So the ROI of doubling down onwhat's working well, that's
(12:46):
pretty darn high.
I mean, imagine if I walked upto you and was like here's
$116,000.
Go ahead, deploy it in a vesselthat you know is going to kick
butt.
So that was the whole conceptbetween the marketing control
system.
Speaker 1 (12:58):
And it really is.
It comes down to having properexpectations of your marketing,
to having proper expectations ofyour marketing, knowing if the
projects are being completed inthe way that they say they're
being completed.
If you're managing a person oran agency right the same way
that you're managing a crew, arethey completing the job on time
(13:19):
?
Are they doing a properinstallation of this roofing
system?
I love that.
This is how people should lookat it, and so it starts with
having that end in mind, knowingwhat you need and knowing your
(13:42):
numbers.
So what numbers are we lookingat in their marketing, or what
numbers should they be lookingat that will give them that
gauge right.
Are we on?
Are we full?
Are we getting close to E?
You know, is this thing workingor not working?
Before we carry on with theepisode, let's give a shout out
to one of our sponsors.
I talk to contractors every daythat feel stuck, not because
(14:08):
they're not working hard, butbecause they're missing the
structure to grow without chaosor their culture's falling apart
, because their team's unclear,unaligned or just burned out.
And when change hits, they'rereacting instead of leading,
because time and prioritiesaren't under their control.
(14:29):
Day 41 Thrive helps to fix thatwith proven strategies for
growth, culture and leadershipthat actually work, ready to
thrive beyond the storm.
Visit the link in thedescription or visit the Roofing
Success Podcast website on thesponsors page to start your
journey today.
So, what numbers?
(14:51):
What numbers are we looking atin their marketing, or what
numbers should they be lookingat that will give them that
gauge right.
Are we on, are we full?
Are we getting close to E?
You know, is this thing workingor not working?
Speaker 2 (15:06):
So, before I answer that cause, I will give you very
I'm going to start with fivedifferent metrics, four
different metrics that are that,I think, are you could run all
your marketing on these four.
Now what ends up happening?
The reason I start with four toget started is that's
attainable, it's doable.
If you saw what I look at everysingle month, most people would
(15:28):
would not even believe that youwould.
Even they wouldn't even knowwhat I'm tracking because of the
level of detail that I trackand I didn't start like that, I
just started by having a cleargrasp.
So, number one, uh, and, by theway, as I run through these,
when you, as we break these down, the idea is that your data
(15:48):
tells a story, and I'll teachlater, or we'll discuss later,
how to hear the story from thenumbers so you can identify,
using the theory of constraints,what's the easiest way to make
a tweak to what you have inplace.
Because, at the event day one Iknow you flew in on day two,
one of our members, we wentthrough his landing page and saw
(16:12):
the data there and it wasperforming dismally.
When you look at the copy which, by the way, for those that
aren't in the marketing world.
The copy means that thelanguage, the text on the page
that does the selling, the copywas terrible, the button was in
the wrong place, the formsweren't right and he could
easily go from.
I think it was like 7%.
(16:33):
We can get him up even if itwent to 20%.
And then we also looked atanother one of these numbers and
identified that his set rate,meaning the number of inquiries
that came in, that convertedinto appointment, that could be
lifted through operationalefficiencies, those two things
we just ran the numbers thosetwo fixes would produce $1
million in revenue withoutspending a single penny extra on
marketing and most roofers.
The problem with, with a lot ofroofers, is that they think
(16:56):
like a roofer and if you want to, if you want to grow in
business, you have to elevatethe level of your thinking, to
become a more sophisticatedbusiness owner If you want to
keep up in the in the currenttimes of AI and private equity,
uh and all that.
So, um, the numbers.
(17:16):
Number one total leads.
How many leads am I getting?
Okay, now, this number meansone thing I'm getting leads, but
what it doesn't mean is I'mgetting appointments, which is
why we look at number two, whichis the number of qualified
leads.
So if you're running ads onFacebook, you'll get a lot of
people that fill out a form,especially if you're using the
meta native stuff.
It's like the information fromtheir Facebook account that they
set up 18 years ago or whateverit is.
(17:37):
You know and you'll never makecontact.
So it's not a qualified lead.
These are the folks that filledout a form that live out of
state, the crews that arecalling to get um, uh, to get
work.
This is the homeowner thatcalls because they want a pool
in the backyard.
You're like I'm a roofer, not apool guy.
So that's the percentage ofqualified leads.
Number three is your set rate.
(17:58):
That's some people call it yourbooking rate.
So from my qualified leads, howmany of those do I actually
convert into an appointmentwhere I have one of my sales
team members or salespeople orproject managers whatever clever
name you use for a sales teamsitting with that homeowner,
talk to them about the roof?
And then the final one is theclose rate.
What percentage of thoseappointments do you close?
(18:19):
And I know we just blendedsales and marketing, but just
from those numbers you're ableto move the needle really
quickly.
If I know that my qualifiedleads.
If I'm only getting 60% of myleads are qualified.
I now have a focal point, whichis qualify my leads better.
I want to increase the numberof qualified leads.
If you have no leads coming inyour funnel, you need leads to
(18:41):
begin with, because it's alwayseasier to get too many leads
before you qualify them.
If you overqualify them, youget too few right.
Your set rate is going toindicate your process for
converting leads into anappointment, and that'll happen
in one of two ways.
One is over the phone, via yourperson at your office or,
ideally, maybe even an AI toolthat's doing it after hours or
doing the outbound inquiry, andthen a web form, and those are
(19:02):
the toughest ones to convertquickly because your team's tied
up.
They don't make contact as time.
Again, that's when, when AItools that can do that outbound
call for you.
And again, what I call infunnel conversion, using the
dumbest.
When I say the dumbest, I meanit's like so overlooked.
I presented this, the concept ofa tripwire page In at the
(19:23):
workshop that after someonefills out a form that says
request an estimate or whatever,most people say, all right,
great thanks, we'll get in touchwith you within 24 hours Like
dude.
Put your calendar on there.
Hey, fast track your service.
Click here to pick a time.
Fast track your service.
Call us now, text us now.
Talk to a pro.
When I talked to Rufo, by theway, that language talk to a pro
(19:46):
worked really well for them.
So these numbers again totalleads, qualified leads, set rate
, close rate.
Now those are the four.
To start with, in terms of adperformance, there's two main
things how many people areclicking and how many people are
converting on your landing page.
Converting meaning they go tothe page and they either call or
fill out the form.
And and they either call orfill out the form.
And then, in terms of yourfinancials, I wanna know my
total spend, my cost per leadwhich is really funny because I
(20:08):
really don't care that muchabout that one because you will
find leads that are really cheapand the quality is terrible and
you might need, for example, ifyou're running Facebook ads,
you might get really cheap leads.
You might get leads at 30 bucksa piece, but you need a hundred
of them before you get aqualified one versus the next,
maybe it's your pay-per-clickleads are the most expensive,
(20:29):
but you're closing one in three.
And if there's 300 bucks apiece, those leads are actually,
it's a cheaper lead source.
So I want to know my total spend, my cost per lead, my cost per
appointment, how much it is I'mpaying to sit someone in front
of a customer, a potentialcustomer, prospect, and then my
customer acquisition cost andthe customer acquisition cost.
(20:49):
This is where, depending on ifyou talk to a finance guy or a
marketer, you're going to gettwo different ways to measure
this.
My answer is who cares?
Measure it both ways.
When I look at it in this lensfor marketing, I'm looking at my
total marketing spend dividedby the number of customers, and
now I've got my customeracquisition cost Again.
(21:10):
The next question my marketingspend do I include my team or
not?
Both?
Yes, look at it both ways.
I look at it from a how muchdid I spend on ads to how many
customers I got, which will tella different story of the
effectiveness of my ads and mymarketing, my, my marketing
investment.
And then, when I layer in myteam, that tells me the
(21:32):
financial health of my companyif the overhead makes sense.
So they're going to telldifferent stories, but those are
the main domain metrics.
If you just get clear on justthose you'll, you'll.
Speaker 1 (21:43):
You will have a a new , a new eye on your marketing
that you've never had beforeyeah, and I and I see people
measuring two of those four tomeasure their sales closing rate
and they meant they measure thenumber of leads, essentially
right, and they're just like ohwell, we got this many leads and
then we got this many, butyou're missing out on key points
(22:04):
, key places, key levers to beable to pull.
There's big levers.
There's a lot of leverage inthat appointment set.
There's a lot of leverage alongthe way.
That sit rate.
There's a lot of leverage therethat you can go.
Oh, and that's where you're getto, that's where you're
(22:25):
squeezing the juice out of thelike you're.
You're not leaving money on thetable and that's the problem.
It's.
We saw it time and time again,you know, from the marketing
side.
We did the math.
It was 40% of leads wentunanswered.
Speaker 2 (22:42):
It's a great way to light money on fire unanswered.
Speaker 1 (22:48):
It's a great way to light money on fire.
40 like you're talking aboutalmost almost half of the lead
flow that came in, it was justwasted.
You gave it away, and soknowing that, knowing the
effectiveness of everythingalong the way, gives you those,
those very clear levers to pullfor sure.
Speaker 2 (23:12):
Jim, when we were at we did a two day workshop in
Arizona.
We were at Cody's office withCody's office Yep.
We had a member of ours sharethat he was spending $600,000 a
year on ads and then said that75% of his leads came in after
hours or over the weekend whenthere was no staff working.
$600,000.
(23:35):
Yeah, 75 of those leads didn'tuntil yeah, so four hundred
thousand dollars worth of leadsgot touched.
Speaker 1 (23:44):
You know, you know, whatever like it's, it's insane
like it's crazy, yeah yeah greatway to light money on fire yeah
, yeah, we don't want to lightmoney on fire.
What is another way that theycan keep their money in their
pocket and not light it on fire?
Speaker 2 (24:06):
There's.
You know, I would probably jumpahead to what I call your
marketing control comms andthat's your core messaging.
And I think that, before I getinto what core messaging means,
it means like what's the story,what's your story?
Why do you?
Why does someone want to useyour roofing company as opposed
to the other?
You know, I think, in Dallas,what is?
I think they say there's 12,000roofing companies in DFW area,
(24:31):
12,000.
And most roofers believe thatthey're competing with roofers,
which cracks me up.
And if you learn marketing, yourjob is to own your, what I call
your sliver of the market,which is your little category.
And there's a lot of categoriesof roofing.
There's affordability, there'sservice, speed, insurance, drive
(24:53):
claims, people who don't knowthey have damage, partial
payments, virtual sales, salesover the phone, metal roofing
repair, illumination, tile,sounds, don't put in steel,
solar roofs All these are little, tiny slivers.
And if you're like sweet spotis hey, people choose me because
I'm killing it with financing.
I'm leading with financingoffers.
Affordability is my hook Bingo.
(25:14):
We've got other members thatare killing it on repairs
because most people don't wantto market to repairs but the
lead costs are 300% cheaper onrepairs and they're converting
half of them into replacementsand they still have a repair
division.
So that's a sliver right.
There's other folks that arelike man.
I really I'm fantastic on theclaim side, dealing with
(25:34):
challenging claims.
That's really my bread andbutter.
So all these are your sliver ofyour market.
So what I ask is ask folks likewhat category do you own?
What is your sweet spot?
And then what makes yourcompany, service or product
special or unique?
Some folks are like we areexceptional at communication, we
have text updates throughoutthe process, and what offer
(25:57):
promotion will entice someone tocontact you If you're in the
retail space, putting togetherthis incredible value stack like
get a free roof assessment or areport or a free lifespan
assessment.
Maybe it's free virtualappointments?
Hey, we're gonna give away freeupgrades, synthetic
underlayment, designer, single,high profile ridge cap and 0%,
same as cash financing for 12months or affordable financing
(26:18):
options or zero down, zeropayments for six months, like
whatever it is.
You can combine all this to havethis really enticing offer
versus like get a free estimate,because most roofers, when you
Google it and I'm going to callout a whole bunch of people now
and I love you, by the way, Ilove you enough for you not to
like me for a minute, but yourwebsite my guess is the
marketing agency for about halfof you listening, agency for
(26:44):
about half of you listening yourwebsite says number one or best
roofer in your city and state,and then it says something like
best service, best quality, bestwhatever, and then get a free
estimate or schedule a freeestimate and that's your offer.
But if I I don't know, I'mgoing to get too down the rabbit
hole.
So that's owning and thenidentifying the desires,
(27:05):
identity and beliefs of yourprospect.
And I just did.
In fact, I don't know when thiswill air and when this video
air, but I just filmed yesterdaya video analyzed 1,642 Google
reviews by companies rated 4.7star or better, and I was able
(27:25):
to extract the top 10 words usedto describe the emotional
experience in the home.
And guess what's not on thelist Anywhere?
Product Not one mentionanywhere of product.
Yet roofers are like we have thebest product, the best service.
Pick the cult.
That's not what they care about.
So Eugene Schwartz, one of thegreatest marketers of all time,
says we cannot create desire.
All we can do is exploitexisting desire.
(27:51):
So I couldn't go to you and saythe latest thing is for
grown-ass men to have pink hair,you'd be like no, it's not.
I can't make you want to havepink hair, but I can exploit the
desire of most men to showstatus, authority and be unique.
And if I can attach the idea ofpink hair to those who have
(28:13):
pink hair, have status authorityand express themselves as
unique, now you'll want pinkhair.
So that's what I mean byexploiting existing desires,
because you don't care aboutpink hair, just the same way as
homeowners do not care about aroof.
So what I want to ask you, thelistener, the viewer, what
tuning in is?
What is it that your customerswant?
(28:34):
And the answers are in yourreviews.
Go to chat, gpt your reviewlink, copy it, put it in there
and say identify the most commonwords and phrases used in these
reviews to describe theexperience and then ask a
follow-up question.
Give me another list of the top10 words to describe the
emotional experience of thereview writer and you will
immediately know what peoplewant, because it's what they
(28:56):
talk about.
And now you have the languageto write beautiful landing page
copy and beautiful ad copy wherethe homeowner feels like they
were hand selected to serve justevery wish that they ever had,
and that would be the best wayto stop losing money is get your
messaging dialed, because yourconversion is going to increase
(29:18):
a ton and the best part is thefront end of your marketing when
that conversion happens.
That messaging is going to leadto a better customer experience
because you're bringing them inon a story that your team can
fulfill on, and then it's magic,and those are the customers
that invite you over for dinnerand tell their friends.
Speaker 1 (29:36):
Yeah, and that's the whole thing.
Marketing is very simple.
It's the who, the what and thehow.
You've kind of talked aboutthings.
Don't change the who, doesn'tchange the what.
Is your message to them thatyou just talked about tying into
their current things that theydesire?
Yeah, it's just how you getthat message in front of them.
(30:00):
That has changed over time.
Yeah, whether it was from anewspaper to a yellow page, to a
right like it, that's the onlything to Facebook ads, whatever
it is, that's the only thingthat that has changed.
Yeah, um, one of the things thatI really enjoy about the
marketing control system, andsomething that you put into
(30:21):
perspective, I think for a lotof contractors, is understanding
themselves.
We struggled with this timeafter time when a door-to-door
storm restoration company, theowner, decided that they wanted
(30:42):
digital marketing and and theywould come to us and they would
hire us and we would startworking and things would not
work out the way that they hadhoped.
Yeah, and I would have to haveconversations with them about
well, does, does?
Does Joe want to leave theneighborhood that he's working
(31:03):
to drive 45 minutes across townto work?
That Facebook lead Is your teamin alignment with the way that
you're marketing and so talk tothat a little bit.
I know you're enjoying theepisode, but let's give a shout
out to another one of oursponsors.
As a roofing marketing agencyowner and coach, I've seen it
(31:26):
all Great marketing wastedbecause no one follows up fast
enough.
That's why I built Power UpAgents, not just a receptionist.
Our AI handles the entirecustomer journey, from answering
the first call to booking thejob, to post job surveys and
reviews 24-7, inbound, outbound,even multilingual.
(31:49):
If you want leads followed upinstantly and customers nurtured
automatically, visit the linkin the description or visit the
sponsors page on the roofingsuccess podcast website.
Your full AI team is ready.
Speaker 2 (32:10):
Right.
Speaker 1 (32:11):
Like is this really good?
Like, does your team inalignment with the, with the way
that you're marketing?
And so talk to that a littlebit.
Speaker 2 (32:24):
Yeah, so it's.
It's funny, I've been a studentof marketing since 2011.
And I'll spare the wholebackstory.
I'll give some.
But I got involved in marketingas a roofer because I studied
marketing, because door-to-doorsales is marketing, knocking
doors is marketing, generatingleads is marketing.
That's not selling.
The selling happens once you'rehaving a conversation to close
(32:44):
the sale.
But getting them to open thedoor and allow you on the roof,
that's marketing.
And then I started working withour agency writing the copy,
because the copy they providedwas terrible and I was like no,
no, no, this is terrible.
So I was writing our directmail letters, our postcards and
Facebook ads and all that stuff.
And then I took a little breakfrom roofing and I worked as a
(33:07):
direct response copywriter andsales consultant for some big
names, people that many folkswould know, authors.
I worked for one of Oprah's top50 most influential women, one
of the fastest growing fintechcompanies.
Anyway, it blew my mind that ittook me let's see 12, 13 years
to come to what I'm about toshare with you, and that is that
there are only four ways to getcustomers and frankly, I'm
(33:28):
actually thinking of trimmingthis to three.
So we'll have a conversation,but I'd love your input.
There's four ways.
Number one they come to you.
They come to you.
This is inbound leads inbranding.
These are people that seek youout and the retail companies
they are a.
They come to you.
This is inbound leads inbranding.
These are people that seek youout.
And the retail companies theyare a they come to you company.
They don't go out and knockdoors.
The phone rings.
(33:49):
Leads come in and the team runsthem.
There are.
They come to you company.
Number two are you go to themcompany.
You go to them.
So the second way to get leadsthat's door to door cold calling
, calling, direct mail.
Where you are doing directsales.
People don't come to you.
You're reaching out to them.
And a lot of the stormrestoration companies they are a
you go to them company, butthey wanna become a they come to
(34:11):
you company, which we'll talkabout in a minute, because
that's where the problem lies,and instead of well, I'll save
that rabbit hole for the nextthing.
Number three is they areintroduced to you.
So that's the third lead source.
They're introduced to you andthis can happen from referrals
for customers or centers ofinfluence, so it could be
one-to-one.
Jim, I did your roof, you lovedit.
You told your neighbor or Jim,let's say you're my insurance
(34:32):
agent or you're a builder guttercompany and you're going to
tell all of your customers aboutme.
Either way, the people areintroduced to me.
And then number four this is theone I'm debating scratching is
the they stumble upon you, andthat's what I'll call social
media and content, because I dothink that there's a gray area
on Facebook ads.
If no one's ever heard of youin the world and they just see
(34:54):
you in a newsfeed, you know theystumbled upon you, but at the
end of the day, they also cameto you.
So that that's why I'mconsidering um scrubbing the
they stumble upon you, becauseit really boils down to they
come to you, you go to them, orsomeone introduces you.
It's really that simple.
Now the um.
The concept behind this is thatwith each of these methods, the
(35:21):
sales process is different.
And when you talk aboutunderstanding who you are as a
company, there are companiesthat have a core competency.
I'll give an example.
We have a member who is a theycome to you company retail
company in Florida.
Hired Deshaun to come down andtrain the team on door-to-door
sales.
Hired Deshaun to come down andtrain the team on door-to-door
sales.
Guess what they're strugglingat.
Speaker 1 (35:42):
Door-to-door sales.
Speaker 2 (35:43):
Door-to-door sales when they come to you company
and then we've got stormcompanies that are you go to
them.
They're like I want to getleads and they try to turn into
it.
They come to you company butwhat happens is, operationally,
they're not set up to succeedthat way and the sales process
is different and there's goingto be people who are listening
(36:04):
saying it's not true.
Hang with me and I love todisagree with people.
It's good, I think it's healthyand no one should ever just
listen to everybody.
But I know that there'sresistance when I say that, but
there are.
I'm going to quantify it.
The core competencies of a theycome to you company is
qualifying leads when they comein, converting them into an
appointment and showing up torun the appointment.
(36:27):
The core competency of a you goto them company is strategic
hunting, converting theappointment on the spot, usually
in person, and then havingsomeone run the appointment.
Now there are three levers thatmust be pulled to get the sale
and this is where three leversthat must be pulled to get the
sale and this is where peopledon't really think that much
that I've seen.
Number one is problem awareness.
(36:48):
So it's low or high.
How aware am I of the problem.
And if you go to them company,a lot of people don't even know
that their roof is damaged, sotheir problem awareness is
really low.
But if they call you up, theirproblem awareness is pretty high
because they're not just goingto spend their time talking to a
roofer we're not a ferraridealership, okay.
Number two is the brandawareness.
And if you show up at theirhouse and they've never heard of
(37:09):
you which is why a lot of thestorm companies that that travel
or like there are companiesthat work with both of these are
north of 50 million a year andthey, um, they spend almost zero
dollars, almost zero becausethey're that you go to them.
(37:31):
They'll take over aneighborhood with no brand
recognition.
And then the third, the finalone, is the need.
Is the need high or is the needlow?
And again, let's just breakthis down If you're a, they come
to you company and I'm gettinginbound leads.
The homeowners are very awareof the problem.
There's high problem awareness.
(37:51):
There's generally high brandawareness because they sought
you out.
The exception is those leadsthat come in via lead
aggregators, that aren'texclusive.
And then the final thing is theneed is high, relatively high
speaking, because they calledyou for a roof.
Meanwhile, when you're goingand soliciting people, they are
(38:12):
often not super aware of theproblem, they are not aware of
the brand and their need meteris very, very low.
So the sales process for thatyou're spending more time on
your brand and you're spendingmore time specifically on the
problem and the need.
Above all else.
And when you start takingpeople who are used to selling
(38:35):
to people who have no problemawareness and no need awareness,
where 90% of your time is justget them to own the problem and
understand why they need to takeaction and, by the way, you're
there as the guy they're goingto choose you is a very
different sales process thansomeone who's shopping and they
already have a problem.
They know a little bit aboutyour brand and they're just
collecting estimates.
This is a very differentballgame with very different
(38:57):
strengths.
So the key takeaway is for youright now which company are you?
Are you?
They come to you?
Are you a you go to them companyor they are introduced to you?
And there are companies.
By the way, one of thecompanies is doing over 50
million a year.
They are usually people, havecore competency in one and then
they have like a secondary oneand it's usually like 80, 70 to
(39:19):
80% of their leads come from oneof these channels.
And then they have like asecondary one and it's usually
like 70% to 80% of their leadscome from one of these channels
and then they're supplemented at20% to 30% from another.
And most are you go to them,company and they just really
hope that if they come to youjust a little bit right, most of
the door-to-door guys have areally hard time converting to.
They come to you and then thefinal one is they're introduced
to you.
So there's a lot of companiesthat are you go to them and
(39:40):
they're introduced to you.
Because I got a great referralnetwork.
So know who you are and thendouble down on what you're
already good at.
So if you're the, you go tothem company and then you're
like I want leads, I'm going tostart doing pay-per-click.
In my opinion, maybe don't dothat yet.
Maybe spend money on coldcalling, because that's in the
(40:02):
same realm of you go to them andthen maybe spend more money on
direct mail and layer those twoin because you're feeding the
core competency of how yourbusiness operates.
So that's my spiel on knowingwho you are and putting your
marketing dollars that can fuelyour core competency.
Speaker 1 (40:16):
That, that's that.
That's gold right there,because that's what knowing what
kind of company you are,knowing the metrics that you
need to measure, like now, it'sa different.
Now, going back to those fourcore metrics, if you're a you go
to them company, you're goingto measure your.
You're going to have differentmeasurements in the beginning,
(40:38):
right, you're going to.
And so if you're trying tomeasure yourself as one company
but you're not that company,it's a problem.
Yeah, like in your salespeople,it's a much different sales
process, very different, verydifferent sales process, and
that's what you know.
That that's where thechallenges are.
Yeah, so what do you think?
(41:00):
What do you think goes next?
Do you think that we shouldtalk more about the type of
messaging that they should have?
Do you think you know?
Speaker 2 (41:14):
Let's save some money .
All right, I think, with whatwe're about to go through, this
could be the single highestpaying podcast or video watched.
And I'm going to ask fourquestions and I believe, if, if,
if you're watching or listening, take these to heart, because
these are the exact fourquestions that we went through
(41:35):
at the workshop.
Uh, saved two members, one withthat actually turned out to be
uh, it was 75,000 at theworkshop.
I think it turned into ahundred after the other one
started at 21,000, after theworkshop went up to 121,000.
So, stop bleeding money, startprinting money.
What I want you to do is justthink through all your lead
sources and let's just startwith one.
Let's say, well, you pick it,pick one lead source where
(41:59):
you're spending money to getleads.
Now there's four questions toask.
Number one is it trackable, yesor no?
Is it trackable?
Now I'm going to give anexample on one that might not be
.
We had a conversation occurwhere a member had been offered
this beautiful opportunity froma weather app and this local
weather channel was like hey,people turn here to check the
(42:22):
weather and we're going to get adisplay ad up for you and it's
X dollars a month.
And after I applied the law ofattrition and we took a look at
what that could actually producefrom a guesstimate standpoint,
it was dismal.
But are those leads trackable,yes or no?
In that case, I'd say no.
Next question Does it generatequality leads?
(42:44):
Does it generate quality leads?
And for many people that aredoing ads on Facebook, they're
not.
And, by the way, hold on, manypeople I remember this at the
event they're like all right, itdoesn't kill it.
No, no, no.
That's like hang tight becausethere's a way we can fix before
we kill.
That's like if you hire someoneto go knock doors, they knock
10 doors until you door knockingdoesn't work.
(43:05):
Okay, great, tell me.
Tell me about the hundreds ofmillions of dollars at this
point literally probably near abillion dollars of of sales of
companies I've worked withDoesn't mean I'm responsible for
them.
I want to be really clear onthat.
I'm not taking credit for theirwork.
My point is I work with a lotof companies that are doing
door-to-door sales in over thelast I don't know almost 15
(43:25):
years I think it's fair to saythe companies I work with have
produced well over a billiondollars over the last 10 years.
It may be an estimate, so doesit generate quality leads, yes
or no?
Speaker 1 (43:35):
I know you're enjoying the episode, but let's
give a shout out to another oneof our sponsors.
Speaker 2 (43:40):
Stop going at it alone, because growing a roofing
company today is not what itwas like even three years ago.
Not with the economy, not withprivate equity, not with AI
taking over the world.
Let's not forget insurancerewriting the rules.
Join the community of rooferswho don't really like roofers.
We share our winning secrets tohelp each other dominate in
(44:01):
today's fast-changing andunpredictable times.
Click the link in thedescription to apply to join.
I work with a lot of companiesthat are doing door-to-door
sales in over the last I don'tknow almost 15 years.
I think it's fair to say, thecompanies I work with have
produced well over a billiondollars over the last 10 years.
That'd be an estimate.
So does it generate qualityleads?
(44:21):
Yes or no?
Okay, next one Are customeracquisition costs acceptable?
Now for those that don't knowyour customer acquisition costs,
this can be measured in acouple of ways.
I'm gonna give you the simplestone.
Take how much you spent on thatad source divided by the number
of customers you get.
So if you're doing a weatherapp display ad and it's $3,000 a
(44:44):
month, is it trackable?
No, does it generate qualitylead?
I have no idea, so I'm going toerr to no.
Are customer acquisition costsacceptable?
Oh, I might've gotten one.
So my question is is itacceptable for your company and
profitable for you to spend$3,000 to get one customer, yes
or no?
If the answer is yes, keep it.
If it's no, it goes on thechopping block.
(45:06):
And then the final one is itconsistent and predictable?
So let's run through the listIs it trackable?
Does it generate quality leads?
Are your customer acquisitioncosts acceptable and is it
consistent and predictable?
And if the answer to consistentand predictable is a no, these
are the things that you want tolikely either cut or try to fix
and then cut.
(45:26):
And by doing this we ended up.
I'll give you an example of thetypes of leads that were cut
Radio advertising cut.
Tv advertising cut Billboardadvertising, chopping block, a
lot of sponsorship stuff likethe, the stuff that tugs on your
heartstrings, like the kids.
Um, and, by the way, there'scertain things you should do
(45:48):
because you just love to do it.
I do a lot with charity.
I don't do it for sponsorship,so that's different.
I'm not investing in it inhopes of getting business.
In fact, the people we supportasked to put our logo up.
I said I don't care, I'm notdoing it for recognition.
I'm doing this because Ibelieve in you, but like the
banners that, like the kids,ball games and stuff, that stuff
gets cut.
Display advertising often gotcut and again I'm hearing people
(46:12):
well, what about branding?
And I just want to push back onthis branding idea for a little
bit, because a lot.
There's a tremendous amount oftalk about branding, but you
need to be mindful of where yourmoney goes, and what do I mean
by that?
For a company that's doingthree to $5 million a year, and
if you're spending 5% of yourrevenue on leads, on ads, you
(46:37):
know you don't have the world'slargest budget to spend on
branding.
One of our members just spent80 grand on a rebrand and we
will know if his organic costsand lead costs go down If they
don't.
That was a really great way forhim to feel like he's cool and,
by the way, his stuff is cool.
He's a really good friend ofmine.
I wear his shirts, he's givingme shirts.
(46:58):
Branding is awesome, but mypoint is the next company that's
doing $55 million a year forthem to dedicate $100 grand
towards branding that can getlost.
It's like that's nothing.
So branding takes a lot ofmoney and a lot of time and
there's a big lag.
So if you're sub $10 million ayear, if it's me, I'm spending
(47:21):
money on now money and slowlybuilding up my brand, because
brand is through reputationabove all else, and then I'll
start wrapping the trucks anddoing that stuff.
But if you have a limitedbudget, if you have three, four
or $5,000, $10,000 a month tospend, I can tell you a branding
.
If I'm taking five grand ofthat out, I'd rather put 10
grand into marketing because I'mgoing to grow a lot more than
(47:42):
spending the extra cutting mybudget in half from my leads.
So that's just my two cents onbranding and people may not
agree with it, but I built oneof the largest brands in the
roofing space and guess how muchmoney I've spent on branding?
zero, yeah, this is the mostimportant thing for my brand is
the sign.
(48:02):
Jim, you had to tell me to getswag for us.
I shipped you that sweatshirtbecause you asked me to and I'm
grateful I did like I.
So my point is like your brandis based on your experience, so
that that that right there, myguess is, is folks tuning in um
identified.
If you run those through eachlead source, you will.
You will locate money that youcan cut.
(48:23):
And now I want you to tally upthe total savings.
You can write Jim a thank youcard and say hey, jim, your
podcast and the education I gotfrom this just saved me 20, 30,
40, 50, $100,000 because I paidattention and took notes.
And then you can figure outwhere you want to reinvest that
money.
Hell, you can just keep it.
Maybe it's profit, maybe youjust want to go on vacation?
(48:44):
Cool, you could reinvest it byjust looking at all the lead
sources that check the yes, thatit's trackable, generates
quality leads, acceptable costand it's consistent, predictable
.
And then you just double downand then you just miraculously
poured a hundred thousanddollars back to put fuel on the
fire of what's working.
Magic, true magic, and thenmaybe even get a test budget
(49:08):
together.
So that'd be, that'd be.
That's probably my, my biggest,my biggest takeaway to help
people just immediately opentheir eyes, to just thinking a
little differently aboutmarketing.
Speaker 1 (49:20):
So one of the things I want to add a couple of things
to that.
So first of all, trackable islike.
My favorite way of tracking isforms and phone call like call
tracking numbers, call trackingnumbers 100%, that's like.
So you know which phone numberthey called, where that came
(49:42):
from, you know what form theyfilled out.
That form exists on a specificlanding page or on your website
or wherever that is, so you'regetting that attribution.
It does get challenging, becausesometimes they see you here,
they call you there and theytell you that they found you on
(50:02):
Google, but really it wassomething else and they just
Googled your company name andcalled you there.
So you have to be cautious inyour tracking around that.
One of my favorite ways thatI've learned to measure brand
and is brand working.
Brand is outrageously hard totrack, but branded searches in
(50:27):
your Google search console is away to.
It's a metric that you canmeasure against the more people
that type your name inspecifically into Google.
I feel like that's a goodmeasurement of brand.
So, from a tracking perspective, if you're you know, you can
kind of see, you could see, thatthat's actual, that's an actual
(50:48):
number.
So that those are some tips forpeople there.
Um, one of the things that I'vebeen talking about that kind of
comes down around this too isthe acquisition cost acceptable?
This is I really believe thatthere is no definitive customer
(51:11):
acquisition cost number and thatit really falls within a range.
Yeah, and it will fluctuateseasonally too, and it'll
fluctuate and there's so manyvariables and it'll be different
per channel, per marketingchannel.
There's so many variables.
But I think that that's whereI've had this conversation with
a lot of people recently whereI'm like do you know what your
(51:35):
optimal customer acquisitioncost range is?
If you don't, you're not readyto market.
Yeah Right, like you're justnot ready, you don't know where
the goal line is.
It is.
And if you don't know where thegoal line, that's the goal line
.
Customer acquisition cost.
To me is the goal line Like nowyou have a lead cost is
(51:58):
variable Appointment set rates,are you know sales closing rates
from this rep to that rep?
But that customer acquisitioncost coming through really hits
your.
That hits your net profit.
Speaker 2 (52:11):
And so you just got to think what.
What is the most that I amwilling to spend?
Earn a roof customer.
Earn a roof customer.
And the reason that you can'tjust pick a number out of a hat
is I've worked with companieswhose average sale price is
north of $40,000.
And I've worked with othersthat are barely north of 10.
And if you're selling a $10,000roof on razor thin margins and
(52:34):
you're making a few grand,that's very different than if
you're selling a $40,000 roofwith a really, really fat margin
and obviously you'd be willingto spend a lot more money to
earn a $40,000 customer than a$10,000 customer.
But you need to just askyourself what is the most you'd
be willing to spend, and thatbecomes your cutoff point.
By the way, the most you'rewilling to spend while staying
(52:59):
profitable, yes.
Speaker 1 (53:04):
Yeah, key.
Thing.
Speaker 2 (53:04):
While staying profitable.
Speaker 1 (53:05):
Yes, yeah, key, key thing, while staying.
So here's some things I want.
I want to kind of wrap it uphere with, uh, with, with kind
of you know how to like how canthey put these things that we
talked about together?
Yeah, um, you know how do we?
How do we kind of hear this isa starting point.
Do this first, this second,this third, like let's just run
them through.
You know, of course, I'm goingto tell them step one, join the
(53:27):
RSRA so that they could getaccess to the full, to this full
conversation and trainings.
But, like, for people listening, like let's go through just
some, you know, putting ittogether, some steps to putting
it together.
Speaker 2 (53:42):
Let's go through.
I'm going to give a homeworkassignment, and I mean this.
I don't care what you do or whoyou work with.
By doing what I'm about toshare with you, you will likely
run circles around the marketingagencies that you're working
with.
So, number one get yourdashboard in place.
Your reporting so your totalleads, qualified leads, set rate
, close rate, looking at your adperformance, clicks and landing
page conversion.
And then your financials totalspend, cost per lead, cost per
(54:06):
appointment and customeracquisition cost.
Start there.
Step two set a weekly meeting.
My theme that I always hearmarketing Mondays.
Every Monday you look throughthese numbers each week, not
each month, because you wait 30days and look back and say, holy
crap, the form of my websitewas broken.
The agency blew through $10,000in my budget and it didn't work
(54:28):
.
Look at it weekly.
So that's your first two thingsGet your dashboard in place and
measure it weekly.
On a marketing Monday setmeeting, okay.
Number three secret shopper yourown company.
Secret shopper your own company.
Go to your website, fill outthe form, call your company.
Go through the process.
Fill out a web form through thelanding page and all the places
you're paying money for ads.
(54:49):
Go through it as a customer.
Don't rely on your agencysaying they did a good job and
they tested it.
Look at it.
So that's number three.
And then number four.
Rewind this episode and listento what we talked about with
nailing down your sliver of themarket in the messaging for your
company.
And then, once you have that inmind, once you're secret
shopping your company, you'll belike oh man, adam's right, my
(55:11):
agency said that we're the bestroofer in all of Atlanta and so
does every other competitor.
So there's 126 companies thatare rated number one in Atlanta.
It cracks me up.
You can do this anywhere.
I pulled out oh, number oneroofer.
Here there's a lot of numberone roofers, self-proclaimed,
and in most marketing is allabout me shouting from the
rooftops.
But powerful marketing istelling your customer story.
(55:32):
It's talking to them and givingthem what they want.
So if you can do just that, youwill immediately highlight I
don't even whatever's right foryou is wrong for the next person
and vice versa.
Take these concepts, apply themand, like a, I mean it.
It's magic.
You're going to start to seeyour marketing with different
light.
Like oh, wait a minute, I don'thave enough qualified leads.
(55:53):
I got to fix that.
Wait a minute.
My messaging is not great.
I got to fix that.
Wait a minute.
My office is not reallyhandling these phone calls and
about leads very good, I got tofix that.
So start there and I promiseyou with every single penny in
my name that by doing that, youwill notice a statistically
significant difference in yourmarketing.
By applying these concepts,that's awesome, man.
Speaker 1 (56:14):
Thanks for your time today.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast For more
valuable content, visitroofingsuccesspodcastcom While
there, check out our sponsorsfor exclusive offers, shop for
merchandise and sign up for ournewsletter for industry updates
and tips.
Also join the Roofing SuccessFacebook group to connect with
(56:38):
other professionals and stayupdated on the latest trends.
If you enjoyed this episode,please subscribe, like, share
and leave a comment.
Your support helps us continueto bring you top industry
insights.
The website link is in thedescription.
Thanks for listening you.
Are you treating your marketing like a slot machine,
tossing in money and hopingsomething pays off?
What if you could finally takecontrol, cut waste and start
running it like a predictablemachine?
In this episode, we're sittingdown with Adam Benzman to break
down exactly how to stopgambling with your marketing and
start running it like aseasoned general contractor what
(00:23):
he calls becoming the GC ofyour own marketing.
You'll learn how to measurewhat matters, cut what doesn't
and turn marketing into areliable engine for growth.
Adam is the creator of theRoofing Sales Survival Guide,
founder of the Roofing and SolarReform Alliance and the
industry's most followed salestrainer.
(00:43):
But what most don't know isthat he's also a direct response
marketing expert who's helpedcompanies generate billions in
revenue by fixing one thing howthey think about marketing.
What makes Adam's insight soimpactful is that he's done it
from every angle door-to-doorretail agency side.
(01:04):
As a coach, he's obsessed withdata conversion, psychology and
helping contractors understandthe hidden money in their funnel
.
His simple four-metricframework has saved roofing
companies hundreds of thousandsof dollars, sometimes in just
one conversation.
So if you've ever wondered ismy marketing working, or if
(01:27):
you're just tired of guessingand ready to scale predictably,
this is the episode for yourroadmap to success.
Let's dive in with Adam Benzman.
Welcome to the Roofing SuccessPodcast.
I'm Jim Alleyne and I'm here tobring you insights from top
leaders in the roofing industryto help you grow and scale your
roofing business.
Speaker 2 (01:49):
Adam Benzman, welcome back, dude, it's so good to be
here.
I've never been on a podcast asmuch as I've been on yours, and
it's a freaking joy.
Man, I love it.
Speaker 1 (01:59):
Yeah, we have a good time.
We have a good time.
We have a good time.
We have a good time, and youknow.
That's why you know, that's whywe're twinsies.
We match rsra logos everywhereyou know, representing.
I love it.
Um, you know?
Uh, for the three people in theroofing industry that don't
(02:20):
know, everyone that listens tothis knows who adam benjamin is
and if, but I have run into somepeople recently who are not
familiar with the rsra.
Speaker 2 (02:31):
Yeah, well, they will soon be.
Uh, should I do a quick introfor those that?
Speaker 1 (02:37):
might not know me intro, you know I made a mistake
once I was.
Speaker 2 (02:40):
I was speaking at a state contractor association
early I I don't know years agoand I just started going.
And then I'm like 15 minutes inand I'm giving these looks.
I'm like does anyone need anintro?
Like who I am, and like thewhole room raised their hand,
except for, like the dude thatbrought me in.
So I'll never assume If you'renew to my world, welcome.
(03:01):
If you're not, welcome back.
My name is Adam Benzman.
I host a YouTube channel calledAdam Benzman and it's the
number one most followed roofingsales training in the industry.
I built a sales training excuseme, a sales system and sales
training system called the RoofStrategy Sales System.
It was used in every singlestate in the US, canada,
australia, my many thousands.
It is now only available tomembers of RSRA.
(03:22):
I'm the author of thebestselling book the Roofing
Sales Survival Guide how to Beatthe Odds, overcome Yourself and
Win Big, and founder of theRoofing and Solar Reform
Alliance, which is the mostpowerful, connected and
vulnerable community in theroofing industry.
We're a community of rooferswho don't like roofers, and what
we do is we share our winningsecrets to help each other
dominate in today'sfast-changing and unpredictable
(03:43):
times.
If you want to learn more, goto rsraorg slash join.
There's also a link in thedescription and that should be a
quick quick enough version forfolks who are unfamiliar with
the world that we're in.
That's right.
Speaker 1 (03:57):
Part of the RSRA.
One of the things that we'veconnected on is marketing.
You actually are have a verystrong marketing background.
Yeah, um, I think you're one ofthe better copywriters that
I've ever met.
Give you some little praisethere, appreciate, um, people
don't know that.
(04:17):
They think of you from thesales perspective.
Yeah, they don't think of youfrom the marketing perspective
as much, but I'm a good marketerBecause you're a good marketer,
that's right, exactly, but mostpeople don't know about my
marketing background either,which is so, but yeah.
Yeah.
Speaker 2 (04:33):
Thank you for the kind words, by the way.
Speaker 1 (04:39):
Yeah, in the RSRA was the struggle that most of the
people listening to, listeninghere have.
And that's you know, man, is mymarketing working?
Yeah, is.
Am I?
Did I hire the right agency orperson to work within my
business to manage my marketing?
Do I, you know, is this, isthis, is this effective?
(05:03):
And that all bubbled up to themarketing control system?
Yeah, and, and I love the waythat you, when you first told me
about it, you're like I want toteach, I want to teach
contractors how to be the GC oftheir own marketing.
I was like how good is that man?
Like that's the perfect way fora contractor to look at it.
(05:27):
Right, like I've told thisstory on the podcast a few times
, but when I was doing a lot ofresidential rehabs in Denver,
back in the at the turn afterthe crash in 08, 09, all in that
area, I used to every job thatI did, I did a trade.
So, or every house that I did,I did a trade.
(05:52):
So like, on one house I'd doelectrical work, on another
house I'd do some plumbing onanother one.
Speaker 2 (05:56):
I did drywall.
Speaker 1 (05:56):
I'll never do that again.
Um, you know, I did some tilework.
I did some right.
I did a lot of the work, andthe reason that I did it was to
know enough of what went into itso that I could effectively
determine what bid I shouldchoose when I was GCing my own
(06:16):
rental rehabs.
And it really clicked with methat this is along the same
lines, like, hey, you got toknow enough.
You have to know enough to knowwhat you're buying or paying
someone for.
You have to know if you'rebeing effective or not.
But you don't have to be an SEOor a Google Ads manager or a
(06:39):
Facebook media buyer.
You don't have to learn thetrade of Facebook media buyer.
You don't have to, like, learnthe trade of Facebook media
buying, right, like.
And so talk a little bit aboutwhere, where this came from, and
and and the foundation of it.
Speaker 2 (06:54):
Yeah, absolutely so.
I want to talk about why I didit and then I'll give the
backstory.
Most roofing companies and Iknow that it's it's a broad
generalization when I say most,that's just my experience Most
roofing companies are gamblingwith their marketing.
And if I say, how much are youspending, some people will know
that.
The next one is where do yourleads come from?
They'll name a few sources andwho's in control of it, and then
(07:19):
that's when people lose it.
They're like what do you meanin control?
Things work or they don't work.
I've tried this agency andthere's a big mystery.
There's a lot of marketingagencies out there that will
promise the world.
That is how we connected.
I remember the first time youreached out and in in my head I
rolled my eyes and went oh,another way, he's fricking
marketers.
You, you clearly knew what youwere talking about and you I.
(07:40):
You were probably the only Ithink still to date, the only
person I've ever responded towho's like a marketer.
And then we got to talking likedude.
This guy knows his stuff, heactually knows what he's talking
about, and that's when wereally connected.
But most agencies over-promise,under-deliver or they're great
at one thing but they have to.
(08:00):
I'll give you an examplethey're really great at
pay-per-click management, butthey're terrible at everything
else, meaning they can't write alanding page to save their
lives.
Their ad copy is horrendous.
But they're great at managing acampaign and optimizing to get
leads, but they're like oh well,now we need someone to write
the ad copy and the roofer's notdoing it.
(08:20):
So let me go jump on Fiverr,hire someone who I can just have
write copy, and they undervaluethe necessary pieces.
So what ends up happening isroofers get burned.
They spend a bunch of money.
The left hand doesn't know whatthe right hand is doing.
This guy's in charge of my SEO,who doesn't know what's going
on with my landing pages.
My landing page guy andwhoever's building my website
doesn't know what's going onwith pay-per-click.
(08:41):
My Facebook guy is on his ownrogue journey and now like
there's no cohesive system.
So I wanted to solve thatbecause?
Solve for that?
Because what I see is what istruly magical about marketing is
it is timeless.
Marketing is just like sales inthe fact that the fundamentals
(09:05):
will not change.
Period, because humans don't,and we haven't for hundreds or
thousands in many thousands ofyears, and what does change is
the latest, greatest tool orpractice like LSA didn't exist
when it before LSA existed.
You know, pay-per-click was anewer thing when it came to
market but it built upon thefundamental laws of marketing
(09:30):
and I started seeing this as theroofers that are gambling.
As Dean Jackson, who is a hugeinfluence in my life from a
marketing standpoint I have theprivilege to join him on
trainings here.
I'm actually going to be withwith him tomorrow Says that
roofers and people in generalwill often treat their marketing
like a slot machine.
So in other words, they'll justsay hey, you know, maybe they
(09:52):
even turn to the industryFacebook groups you know who's
had good luck with this, wherecan I get leads and they
literally just throw money atsomething and it's almost like
taking a pin out of a grenadeand launching it and being like
I really hope it works, and then, like in 30 or 60 days, they'll
look back and be like did I atleast make enough to make my
investment back?
Oh, at least I broke even, youknow, or maybe I got a little
better versus it being a vendingmachine where you know if I'm
(10:14):
going to, if I'm going to insertmoney, I can press C9 and get
the bag of Doritos.
I want and and I wanted to helpcontractors fully take control
of their marketing, because theway that I look at marketing is
that your company, one's company, is a high-performance vehicle.
It's like the Porsche GT3.
And this is many roofers thatbelieve, and I believe it too.
(10:35):
You have the best company, bestproduct, best service, best
warranty and the best of thebest, and you pour your heart
into it.
But that means absolutelynothing without one thing, and
that's customers.
And the marketing isessentially the gasoline or the
fuel for the Porsche GT3.
But most people are running thePorsche GT3 on the racetrack
without a gas gauge.
And if you ever run a car on aracetrack I used to do these
(10:56):
track days with my dad and Imissed the snot out of them.
But that gas gauge goes downreally quick.
You're getting two, three milesa gallon on the track and if
you're lucky, and you don't knowhow far you can go when you
have no gas gauge.
So imagine you're on the trackall day and you get in the car
and you're like I don't evenknow what the gas gauge says,
how far can you go?
(11:16):
How long will your business run?
And the answer is I don't know.
So the idea is to teach timelessstrategies for people to become
what I call the GC of yourmarketing, which a general
contractor.
What they'll do is.
They'll take a vision.
This is the owner right has avision which turns into
blueprints, which is a plan,which then you need to find the
contractors, the tradesmen, tobring it to life, and you need
to know just enough to spotthings when they're not right.
(11:39):
You need to know how to stickto budget because you will go
over.
No one's ever built a house andbeen like well, surprisingly, I
came in under budget.
That doesn't happen.
And they need to know who tocall to fix the thing and fire
the guy that's not working outand that's becoming a GC or your
marketing.
So what I built is what I callthe marketing control system.
The end goal is for you to havewhat I call marketing control
(12:00):
freedom, where you havepredictability to scale.
You can run circles around thead agencies, you can quarterback
and call the shots, you knowwhat's working, what's not and
why.
And just in the workshop that weran for our RSA members I'm so
glad that you were able to flyin for that one we saved two
members and this is noexaggeration.
In under five minutes ofquestions, two members saved.
(12:23):
One saved $75,000.
The other one, by the way, sheposted in the community after
the total tally was $121,000.
That doesn't account for thegain.
I'm just talking quick cuts, oflooking at your marketing in a
different way, cutting outwasted spend and then
reallocating that moneyelsewhere.
So the ROI of doubling down onwhat's working well, that's
(12:46):
pretty darn high.
I mean, imagine if I walked upto you and was like here's
$116,000.
Go ahead, deploy it in a vesselthat you know is going to kick
butt.
So that was the whole conceptbetween the marketing control
system.
Speaker 1 (12:58):
And it really is.
It comes down to having properexpectations of your marketing,
to having proper expectations ofyour marketing, knowing if the
projects are being completed inthe way that they say they're
being completed.
If you're managing a person oran agency right the same way
that you're managing a crew, arethey completing the job on time
(13:19):
?
Are they doing a properinstallation of this roofing
system?
I love that.
This is how people should lookat it, and so it starts with
having that end in mind, knowingwhat you need and knowing your
(13:42):
numbers.
So what numbers are we lookingat in their marketing, or what
numbers should they be lookingat that will give them that
gauge right.
Are we on?
Are we full?
Are we getting close to E?
You know, is this thing workingor not working?
Before we carry on with theepisode, let's give a shout out
to one of our sponsors.
I talk to contractors every daythat feel stuck, not because
(14:08):
they're not working hard, butbecause they're missing the
structure to grow without chaosor their culture's falling apart
, because their team's unclear,unaligned or just burned out.
And when change hits, they'rereacting instead of leading,
because time and prioritiesaren't under their control.
(14:29):
Day 41 Thrive helps to fix thatwith proven strategies for
growth, culture and leadershipthat actually work, ready to
thrive beyond the storm.
Visit the link in thedescription or visit the Roofing
Success Podcast website on thesponsors page to start your
journey today.
So, what numbers?
(14:51):
What numbers are we looking atin their marketing, or what
numbers should they be lookingat that will give them that
gauge right.
Are we on, are we full?
Are we getting close to E?
You know, is this thing workingor not working?
Speaker 2 (15:06):
So, before I answer that cause, I will give you very
I'm going to start with fivedifferent metrics, four
different metrics that are that,I think, are you could run all
your marketing on these four.
Now what ends up happening?
The reason I start with four toget started is that's
attainable, it's doable.
If you saw what I look at everysingle month, most people would
(15:28):
would not even believe that youwould.
Even they wouldn't even knowwhat I'm tracking because of the
level of detail that I trackand I didn't start like that, I
just started by having a cleargrasp.
So, number one, uh, and, by theway, as I run through these,
when you, as we break these down, the idea is that your data
(15:48):
tells a story, and I'll teachlater, or we'll discuss later,
how to hear the story from thenumbers so you can identify,
using the theory of constraints,what's the easiest way to make
a tweak to what you have inplace.
Because, at the event day one Iknow you flew in on day two,
one of our members, we wentthrough his landing page and saw
(16:12):
the data there and it wasperforming dismally.
When you look at the copy which, by the way, for those that
aren't in the marketing world.
The copy means that thelanguage, the text on the page
that does the selling, the copywas terrible, the button was in
the wrong place, the formsweren't right and he could
easily go from.
I think it was like 7%.
(16:33):
We can get him up even if itwent to 20%.
And then we also looked atanother one of these numbers and
identified that his set rate,meaning the number of inquiries
that came in, that convertedinto appointment, that could be
lifted through operationalefficiencies, those two things
we just ran the numbers thosetwo fixes would produce $1
million in revenue withoutspending a single penny extra on
marketing and most roofers.
The problem with, with a lot ofroofers, is that they think
(16:56):
like a roofer and if you want to, if you want to grow in
business, you have to elevatethe level of your thinking, to
become a more sophisticatedbusiness owner If you want to
keep up in the in the currenttimes of AI and private equity,
uh and all that.
So, um, the numbers.
(17:16):
Number one total leads.
How many leads am I getting?
Okay, now, this number meansone thing I'm getting leads, but
what it doesn't mean is I'mgetting appointments, which is
why we look at number two, whichis the number of qualified
leads.
So if you're running ads onFacebook, you'll get a lot of
people that fill out a form,especially if you're using the
meta native stuff.
It's like the information fromtheir Facebook account that they
set up 18 years ago or whateverit is.
(17:37):
You know and you'll never makecontact.
So it's not a qualified lead.
These are the folks that filledout a form that live out of
state, the crews that arecalling to get um, uh, to get
work.
This is the homeowner thatcalls because they want a pool
in the backyard.
You're like I'm a roofer, not apool guy.
So that's the percentage ofqualified leads.
Number three is your set rate.
(17:58):
That's some people call it yourbooking rate.
So from my qualified leads, howmany of those do I actually
convert into an appointmentwhere I have one of my sales
team members or salespeople orproject managers whatever clever
name you use for a sales teamsitting with that homeowner,
talk to them about the roof?
And then the final one is theclose rate.
What percentage of thoseappointments do you close?
(18:19):
And I know we just blendedsales and marketing, but just
from those numbers you're ableto move the needle really
quickly.
If I know that my qualifiedleads.
If I'm only getting 60% of myleads are qualified.
I now have a focal point, whichis qualify my leads better.
I want to increase the numberof qualified leads.
If you have no leads coming inyour funnel, you need leads to
(18:41):
begin with, because it's alwayseasier to get too many leads
before you qualify them.
If you overqualify them, youget too few right.
Your set rate is going toindicate your process for
converting leads into anappointment, and that'll happen
in one of two ways.
One is over the phone, via yourperson at your office or,
ideally, maybe even an AI toolthat's doing it after hours or
doing the outbound inquiry, andthen a web form, and those are
(19:02):
the toughest ones to convertquickly because your team's tied
up.
They don't make contact as time.
Again, that's when, when AItools that can do that outbound
call for you.
And again, what I call infunnel conversion, using the
dumbest.
When I say the dumbest, I meanit's like so overlooked.
I presented this, the concept ofa tripwire page In at the
(19:23):
workshop that after someonefills out a form that says
request an estimate or whatever,most people say, all right,
great thanks, we'll get in touchwith you within 24 hours Like
dude.
Put your calendar on there.
Hey, fast track your service.
Click here to pick a time.
Fast track your service.
Call us now, text us now.
Talk to a pro.
When I talked to Rufo, by theway, that language talk to a pro
(19:46):
worked really well for them.
So these numbers again totalleads, qualified leads, set rate
, close rate.
Now those are the four.
To start with, in terms of adperformance, there's two main
things how many people areclicking and how many people are
converting on your landing page.
Converting meaning they go tothe page and they either call or
fill out the form.
And and they either call orfill out the form.
And then, in terms of yourfinancials, I wanna know my
total spend, my cost per leadwhich is really funny because I
(20:08):
really don't care that muchabout that one because you will
find leads that are really cheapand the quality is terrible and
you might need, for example, ifyou're running Facebook ads,
you might get really cheap leads.
You might get leads at 30 bucksa piece, but you need a hundred
of them before you get aqualified one versus the next,
maybe it's your pay-per-clickleads are the most expensive,
(20:29):
but you're closing one in three.
And if there's 300 bucks apiece, those leads are actually,
it's a cheaper lead source.
So I want to know my total spend, my cost per lead, my cost per
appointment, how much it is I'mpaying to sit someone in front
of a customer, a potentialcustomer, prospect, and then my
customer acquisition cost andthe customer acquisition cost.
(20:49):
This is where, depending on ifyou talk to a finance guy or a
marketer, you're going to gettwo different ways to measure
this.
My answer is who cares?
Measure it both ways.
When I look at it in this lensfor marketing, I'm looking at my
total marketing spend dividedby the number of customers, and
now I've got my customeracquisition cost Again.
(21:10):
The next question my marketingspend do I include my team or
not?
Both?
Yes, look at it both ways.
I look at it from a how muchdid I spend on ads to how many
customers I got, which will tella different story of the
effectiveness of my ads and mymarketing, my, my marketing
investment.
And then, when I layer in myteam, that tells me the
(21:32):
financial health of my companyif the overhead makes sense.
So they're going to telldifferent stories, but those are
the main domain metrics.
If you just get clear on justthose you'll, you'll.
Speaker 1 (21:43):
You will have a a new , a new eye on your marketing
that you've never had beforeyeah, and I and I see people
measuring two of those four tomeasure their sales closing rate
and they meant they measure thenumber of leads, essentially
right, and they're just like ohwell, we got this many leads and
then we got this many, butyou're missing out on key points
(22:04):
, key places, key levers to beable to pull.
There's big levers.
There's a lot of leverage inthat appointment set.
There's a lot of leverage alongthe way.
That sit rate.
There's a lot of leverage therethat you can go.
Oh, and that's where you're getto, that's where you're
(22:25):
squeezing the juice out of thelike you're.
You're not leaving money on thetable and that's the problem.
It's.
We saw it time and time again,you know, from the marketing
side.
We did the math.
It was 40% of leads wentunanswered.
Speaker 2 (22:42):
It's a great way to light money on fire unanswered.
Speaker 1 (22:48):
It's a great way to light money on fire.
40 like you're talking aboutalmost almost half of the lead
flow that came in, it was justwasted.
You gave it away, and soknowing that, knowing the
effectiveness of everythingalong the way, gives you those,
those very clear levers to pullfor sure.
Speaker 2 (23:12):
Jim, when we were at we did a two day workshop in
Arizona.
We were at Cody's office withCody's office Yep.
We had a member of ours sharethat he was spending $600,000 a
year on ads and then said that75% of his leads came in after
hours or over the weekend whenthere was no staff working.
$600,000.
(23:35):
Yeah, 75 of those leads didn'tuntil yeah, so four hundred
thousand dollars worth of leadsgot touched.
Speaker 1 (23:44):
You know, you know, whatever like it's, it's insane
like it's crazy, yeah yeah greatway to light money on fire yeah
, yeah, we don't want to lightmoney on fire.
What is another way that theycan keep their money in their
pocket and not light it on fire?
Speaker 2 (24:06):
There's.
You know, I would probably jumpahead to what I call your
marketing control comms andthat's your core messaging.
And I think that, before I getinto what core messaging means,
it means like what's the story,what's your story?
Why do you?
Why does someone want to useyour roofing company as opposed
to the other?
You know, I think, in Dallas,what is?
I think they say there's 12,000roofing companies in DFW area,
(24:31):
12,000.
And most roofers believe thatthey're competing with roofers,
which cracks me up.
And if you learn marketing, yourjob is to own your, what I call
your sliver of the market,which is your little category.
And there's a lot of categoriesof roofing.
There's affordability, there'sservice, speed, insurance, drive
(24:53):
claims, people who don't knowthey have damage, partial
payments, virtual sales, salesover the phone, metal roofing
repair, illumination, tile,sounds, don't put in steel,
solar roofs All these are little, tiny slivers.
And if you're like sweet spotis hey, people choose me because
I'm killing it with financing.
I'm leading with financingoffers.
Affordability is my hook Bingo.
(25:14):
We've got other members thatare killing it on repairs
because most people don't wantto market to repairs but the
lead costs are 300% cheaper onrepairs and they're converting
half of them into replacementsand they still have a repair
division.
So that's a sliver right.
There's other folks that arelike man.
I really I'm fantastic on theclaim side, dealing with
(25:34):
challenging claims.
That's really my bread andbutter.
So all these are your sliver ofyour market.
So what I ask is ask folks likewhat category do you own?
What is your sweet spot?
And then what makes yourcompany, service or product
special or unique?
Some folks are like we areexceptional at communication, we
have text updates throughoutthe process, and what offer
(25:57):
promotion will entice someone tocontact you If you're in the
retail space, putting togetherthis incredible value stack like
get a free roof assessment or areport or a free lifespan
assessment.
Maybe it's free virtualappointments?
Hey, we're gonna give away freeupgrades, synthetic
underlayment, designer, single,high profile ridge cap and 0%,
same as cash financing for 12months or affordable financing
(26:18):
options or zero down, zeropayments for six months, like
whatever it is.
You can combine all this to havethis really enticing offer
versus like get a free estimate,because most roofers, when you
Google it and I'm going to callout a whole bunch of people now
and I love you, by the way, Ilove you enough for you not to
like me for a minute, but yourwebsite my guess is the
marketing agency for about halfof you listening, agency for
(26:44):
about half of you listening yourwebsite says number one or best
roofer in your city and state,and then it says something like
best service, best quality, bestwhatever, and then get a free
estimate or schedule a freeestimate and that's your offer.
But if I I don't know, I'mgoing to get too down the rabbit
hole.
So that's owning and thenidentifying the desires,
(27:05):
identity and beliefs of yourprospect.
And I just did.
In fact, I don't know when thiswill air and when this video
air, but I just filmed yesterdaya video analyzed 1,642 Google
reviews by companies rated 4.7star or better, and I was able
(27:25):
to extract the top 10 words usedto describe the emotional
experience in the home.
And guess what's not on thelist Anywhere?
Product Not one mentionanywhere of product.
Yet roofers are like we have thebest product, the best service.
Pick the cult.
That's not what they care about.
So Eugene Schwartz, one of thegreatest marketers of all time,
says we cannot create desire.
All we can do is exploitexisting desire.
(27:51):
So I couldn't go to you and saythe latest thing is for
grown-ass men to have pink hair,you'd be like no, it's not.
I can't make you want to havepink hair, but I can exploit the
desire of most men to showstatus, authority and be unique.
And if I can attach the idea ofpink hair to those who have
(28:13):
pink hair, have status authorityand express themselves as
unique, now you'll want pinkhair.
So that's what I mean byexploiting existing desires,
because you don't care aboutpink hair, just the same way as
homeowners do not care about aroof.
So what I want to ask you, thelistener, the viewer, what
tuning in is?
What is it that your customerswant?
(28:34):
And the answers are in yourreviews.
Go to chat, gpt your reviewlink, copy it, put it in there
and say identify the most commonwords and phrases used in these
reviews to describe theexperience and then ask a
follow-up question.
Give me another list of the top10 words to describe the
emotional experience of thereview writer and you will
immediately know what peoplewant, because it's what they
(28:56):
talk about.
And now you have the languageto write beautiful landing page
copy and beautiful ad copy wherethe homeowner feels like they
were hand selected to serve justevery wish that they ever had,
and that would be the best wayto stop losing money is get your
messaging dialed, because yourconversion is going to increase
(29:18):
a ton and the best part is thefront end of your marketing when
that conversion happens.
That messaging is going to leadto a better customer experience
because you're bringing them inon a story that your team can
fulfill on, and then it's magic,and those are the customers
that invite you over for dinnerand tell their friends.
Speaker 1 (29:36):
Yeah, and that's the whole thing.
Marketing is very simple.
It's the who, the what and thehow.
You've kind of talked aboutthings.
Don't change the who, doesn'tchange the what.
Is your message to them thatyou just talked about tying into
their current things that theydesire?
Yeah, it's just how you getthat message in front of them.
(30:00):
That has changed over time.
Yeah, whether it was from anewspaper to a yellow page, to a
right like it, that's the onlything to Facebook ads, whatever
it is, that's the only thingthat that has changed.
Yeah, um, one of the things thatI really enjoy about the
marketing control system, andsomething that you put into
(30:21):
perspective, I think for a lotof contractors, is understanding
themselves.
We struggled with this timeafter time when a door-to-door
storm restoration company, theowner, decided that they wanted
(30:42):
digital marketing and and theywould come to us and they would
hire us and we would startworking and things would not
work out the way that they hadhoped.
Yeah, and I would have to haveconversations with them about
well, does, does?
Does Joe want to leave theneighborhood that he's working
(31:03):
to drive 45 minutes across townto work?
That Facebook lead Is your teamin alignment with the way that
you're marketing and so talk tothat a little bit.
I know you're enjoying theepisode, but let's give a shout
out to another one of oursponsors.
As a roofing marketing agencyowner and coach, I've seen it
(31:26):
all Great marketing wastedbecause no one follows up fast
enough.
That's why I built Power UpAgents, not just a receptionist.
Our AI handles the entirecustomer journey, from answering
the first call to booking thejob, to post job surveys and
reviews 24-7, inbound, outbound,even multilingual.
(31:49):
If you want leads followed upinstantly and customers nurtured
automatically, visit the linkin the description or visit the
sponsors page on the roofingsuccess podcast website.
Your full AI team is ready.
Speaker 2 (32:10):
Right.
Speaker 1 (32:11):
Like is this really good?
Like, does your team inalignment with the, with the way
that you're marketing?
And so talk to that a littlebit.
Speaker 2 (32:24):
Yeah, so it's.
It's funny, I've been a studentof marketing since 2011.
And I'll spare the wholebackstory.
I'll give some.
But I got involved in marketingas a roofer because I studied
marketing, because door-to-doorsales is marketing, knocking
doors is marketing, generatingleads is marketing.
That's not selling.
The selling happens once you'rehaving a conversation to close
(32:44):
the sale.
But getting them to open thedoor and allow you on the roof,
that's marketing.
And then I started working withour agency writing the copy,
because the copy they providedwas terrible and I was like no,
no, no, this is terrible.
So I was writing our directmail letters, our postcards and
Facebook ads and all that stuff.
And then I took a little breakfrom roofing and I worked as a
(33:07):
direct response copywriter andsales consultant for some big
names, people that many folkswould know, authors.
I worked for one of Oprah's top50 most influential women, one
of the fastest growing fintechcompanies.
Anyway, it blew my mind that ittook me let's see 12, 13 years
to come to what I'm about toshare with you, and that is that
there are only four ways to getcustomers and frankly, I'm
(33:28):
actually thinking of trimmingthis to three.
So we'll have a conversation,but I'd love your input.
There's four ways.
Number one they come to you.
They come to you.
This is inbound leads inbranding.
These are people that seek youout and the retail companies
they are a.
They come to you.
This is inbound leads inbranding.
These are people that seek youout.
And the retail companies theyare a they come to you company.
They don't go out and knockdoors.
The phone rings.
(33:49):
Leads come in and the team runsthem.
There are.
They come to you company.
Number two are you go to themcompany.
You go to them.
So the second way to get leadsthat's door to door cold calling
, calling, direct mail.
Where you are doing directsales.
People don't come to you.
You're reaching out to them.
And a lot of the stormrestoration companies they are a
you go to them company, butthey wanna become a they come to
(34:11):
you company, which we'll talkabout in a minute, because
that's where the problem lies,and instead of well, I'll save
that rabbit hole for the nextthing.
Number three is they areintroduced to you.
So that's the third lead source.
They're introduced to you andthis can happen from referrals
for customers or centers ofinfluence, so it could be
one-to-one.
Jim, I did your roof, you lovedit.
You told your neighbor or Jim,let's say you're my insurance
(34:32):
agent or you're a builder guttercompany and you're going to
tell all of your customers aboutme.
Either way, the people areintroduced to me.
And then number four this is theone I'm debating scratching is
the they stumble upon you, andthat's what I'll call social
media and content, because I dothink that there's a gray area
on Facebook ads.
If no one's ever heard of youin the world and they just see
(34:54):
you in a newsfeed, you know theystumbled upon you, but at the
end of the day, they also cameto you.
So that that's why I'mconsidering um scrubbing the
they stumble upon you, becauseit really boils down to they
come to you, you go to them, orsomeone introduces you.
It's really that simple.
Now the um.
The concept behind this is thatwith each of these methods, the
(35:21):
sales process is different.
And when you talk aboutunderstanding who you are as a
company, there are companiesthat have a core competency.
I'll give an example.
We have a member who is a theycome to you company retail
company in Florida.
Hired Deshaun to come down andtrain the team on door-to-door
sales.
Hired Deshaun to come down andtrain the team on door-to-door
sales.
Guess what they're strugglingat.
Speaker 1 (35:42):
Door-to-door sales.
Speaker 2 (35:43):
Door-to-door sales when they come to you company
and then we've got stormcompanies that are you go to
them.
They're like I want to getleads and they try to turn into
it.
They come to you company butwhat happens is, operationally,
they're not set up to succeedthat way and the sales process
is different and there's goingto be people who are listening
(36:04):
saying it's not true.
Hang with me and I love todisagree with people.
It's good, I think it's healthyand no one should ever just
listen to everybody.
But I know that there'sresistance when I say that, but
there are.
I'm going to quantify it.
The core competencies of a theycome to you company is
qualifying leads when they comein, converting them into an
appointment and showing up torun the appointment.
(36:27):
The core competency of a you goto them company is strategic
hunting, converting theappointment on the spot, usually
in person, and then havingsomeone run the appointment.
Now there are three levers thatmust be pulled to get the sale
and this is where three leversthat must be pulled to get the
sale and this is where peopledon't really think that much
that I've seen.
Number one is problem awareness.
(36:48):
So it's low or high.
How aware am I of the problem.
And if you go to them company,a lot of people don't even know
that their roof is damaged, sotheir problem awareness is
really low.
But if they call you up, theirproblem awareness is pretty high
because they're not just goingto spend their time talking to a
roofer we're not a ferraridealership, okay.
Number two is the brandawareness.
And if you show up at theirhouse and they've never heard of
(37:09):
you which is why a lot of thestorm companies that that travel
or like there are companiesthat work with both of these are
north of 50 million a year andthey, um, they spend almost zero
dollars, almost zero becausethey're that you go to them.
(37:31):
They'll take over aneighborhood with no brand
recognition.
And then the third, the finalone, is the need.
Is the need high or is the needlow?
And again, let's just breakthis down If you're a, they come
to you company and I'm gettinginbound leads.
The homeowners are very awareof the problem.
There's high problem awareness.
(37:51):
There's generally high brandawareness because they sought
you out.
The exception is those leadsthat come in via lead
aggregators, that aren'texclusive.
And then the final thing is theneed is high, relatively high
speaking, because they calledyou for a roof.
Meanwhile, when you're goingand soliciting people, they are
(38:12):
often not super aware of theproblem, they are not aware of
the brand and their need meteris very, very low.
So the sales process for thatyou're spending more time on
your brand and you're spendingmore time specifically on the
problem and the need.
Above all else.
And when you start takingpeople who are used to selling
(38:35):
to people who have no problemawareness and no need awareness,
where 90% of your time is justget them to own the problem and
understand why they need to takeaction and, by the way, you're
there as the guy they're goingto choose you is a very
different sales process thansomeone who's shopping and they
already have a problem.
They know a little bit aboutyour brand and they're just
collecting estimates.
This is a very differentballgame with very different
(38:57):
strengths.
So the key takeaway is for youright now which company are you?
Are you?
They come to you?
Are you a you go to them companyor they are introduced to you?
And there are companies.
By the way, one of thecompanies is doing over 50
million a year.
They are usually people, havecore competency in one and then
they have like a secondary oneand it's usually like 80, 70 to
(39:19):
80% of their leads come from oneof these channels.
And then they have like asecondary one and it's usually
like 70% to 80% of their leadscome from one of these channels
and then they're supplemented at20% to 30% from another.
And most are you go to them,company and they just really
hope that if they come to youjust a little bit right, most of
the door-to-door guys have areally hard time converting to.
They come to you and then thefinal one is they're introduced
to you.
So there's a lot of companiesthat are you go to them and
(39:40):
they're introduced to you.
Because I got a great referralnetwork.
So know who you are and thendouble down on what you're
already good at.
So if you're the, you go tothem company and then you're
like I want leads, I'm going tostart doing pay-per-click.
In my opinion, maybe don't dothat yet.
Maybe spend money on coldcalling, because that's in the
(40:02):
same realm of you go to them andthen maybe spend more money on
direct mail and layer those twoin because you're feeding the
core competency of how yourbusiness operates.
So that's my spiel on knowingwho you are and putting your
marketing dollars that can fuelyour core competency.
Speaker 1 (40:16):
That, that's that.
That's gold right there,because that's what knowing what
kind of company you are,knowing the metrics that you
need to measure, like now, it'sa different.
Now, going back to those fourcore metrics, if you're a you go
to them company, you're goingto measure your.
You're going to have differentmeasurements in the beginning,
(40:38):
right, you're going to.
And so if you're trying tomeasure yourself as one company
but you're not that company,it's a problem.
Yeah, like in your salespeople,it's a much different sales
process, very different, verydifferent sales process, and
that's what you know.
That that's where thechallenges are.
Yeah, so what do you think?
(41:00):
What do you think goes next?
Do you think that we shouldtalk more about the type of
messaging that they should have?
Do you think you know?
Speaker 2 (41:14):
Let's save some money .
All right, I think, with whatwe're about to go through, this
could be the single highestpaying podcast or video watched.
And I'm going to ask fourquestions and I believe, if, if,
if you're watching or listening, take these to heart, because
these are the exact fourquestions that we went through
(41:35):
at the workshop.
Uh, saved two members, one withthat actually turned out to be
uh, it was 75,000 at theworkshop.
I think it turned into ahundred after the other one
started at 21,000, after theworkshop went up to 121,000.
So, stop bleeding money, startprinting money.
What I want you to do is justthink through all your lead
sources and let's just startwith one.
Let's say, well, you pick it,pick one lead source where
(41:59):
you're spending money to getleads.
Now there's four questions toask.
Number one is it trackable, yesor no?
Is it trackable?
Now I'm going to give anexample on one that might not be
.
We had a conversation occurwhere a member had been offered
this beautiful opportunity froma weather app and this local
weather channel was like hey,people turn here to check the
(42:22):
weather and we're going to get adisplay ad up for you and it's
X dollars a month.
And after I applied the law ofattrition and we took a look at
what that could actually producefrom a guesstimate standpoint,
it was dismal.
But are those leads trackable,yes or no?
In that case, I'd say no.
Next question Does it generatequality leads?
(42:44):
Does it generate quality leads?
And for many people that aredoing ads on Facebook, they're
not.
And, by the way, hold on, manypeople I remember this at the
event they're like all right, itdoesn't kill it.
No, no, no.
That's like hang tight becausethere's a way we can fix before
we kill.
That's like if you hire someoneto go knock doors, they knock
10 doors until you door knockingdoesn't work.
(43:05):
Okay, great, tell me.
Tell me about the hundreds ofmillions of dollars at this
point literally probably near abillion dollars of of sales of
companies I've worked withDoesn't mean I'm responsible for
them.
I want to be really clear onthat.
I'm not taking credit for theirwork.
My point is I work with a lotof companies that are doing
door-to-door sales in over thelast I don't know almost 15
(43:25):
years I think it's fair to saythe companies I work with have
produced well over a billiondollars over the last 10 years.
It may be an estimate, so doesit generate quality leads, yes
or no?
Speaker 1 (43:35):
I know you're enjoying the episode, but let's
give a shout out to another oneof our sponsors.
Speaker 2 (43:40):
Stop going at it alone, because growing a roofing
company today is not what itwas like even three years ago.
Not with the economy, not withprivate equity, not with AI
taking over the world.
Let's not forget insurancerewriting the rules.
Join the community of rooferswho don't really like roofers.
We share our winning secrets tohelp each other dominate in
(44:01):
today's fast-changing andunpredictable times.
Click the link in thedescription to apply to join.
I work with a lot of companiesthat are doing door-to-door
sales in over the last I don'tknow almost 15 years.
I think it's fair to say, thecompanies I work with have
produced well over a billiondollars over the last 10 years.
That'd be an estimate.
So does it generate qualityleads?
(44:21):
Yes or no?
Okay, next one Are customeracquisition costs acceptable?
Now for those that don't knowyour customer acquisition costs,
this can be measured in acouple of ways.
I'm gonna give you the simplestone.
Take how much you spent on thatad source divided by the number
of customers you get.
So if you're doing a weatherapp display ad and it's $3,000 a
(44:44):
month, is it trackable?
No, does it generate qualitylead?
I have no idea, so I'm going toerr to no.
Are customer acquisition costsacceptable?
Oh, I might've gotten one.
So my question is is itacceptable for your company and
profitable for you to spend$3,000 to get one customer, yes
or no?
If the answer is yes, keep it.
If it's no, it goes on thechopping block.
(45:06):
And then the final one is itconsistent and predictable?
So let's run through the listIs it trackable?
Does it generate quality leads?
Are your customer acquisitioncosts acceptable and is it
consistent and predictable?
And if the answer to consistentand predictable is a no, these
are the things that you want tolikely either cut or try to fix
and then cut.
(45:26):
And by doing this we ended up.
I'll give you an example of thetypes of leads that were cut
Radio advertising cut.
Tv advertising cut Billboardadvertising, chopping block, a
lot of sponsorship stuff likethe, the stuff that tugs on your
heartstrings, like the kids.
Um, and, by the way, there'scertain things you should do
(45:48):
because you just love to do it.
I do a lot with charity.
I don't do it for sponsorship,so that's different.
I'm not investing in it inhopes of getting business.
In fact, the people we supportasked to put our logo up.
I said I don't care, I'm notdoing it for recognition.
I'm doing this because Ibelieve in you, but like the
banners that, like the kids,ball games and stuff, that stuff
gets cut.
Display advertising often gotcut and again I'm hearing people
(46:12):
well, what about branding?
And I just want to push back onthis branding idea for a little
bit, because a lot.
There's a tremendous amount oftalk about branding, but you
need to be mindful of where yourmoney goes, and what do I mean
by that?
For a company that's doingthree to $5 million a year, and
if you're spending 5% of yourrevenue on leads, on ads, you
(46:37):
know you don't have the world'slargest budget to spend on
branding.
One of our members just spent80 grand on a rebrand and we
will know if his organic costsand lead costs go down If they
don't.
That was a really great way forhim to feel like he's cool and,
by the way, his stuff is cool.
He's a really good friend ofmine.
I wear his shirts, he's givingme shirts.
(46:58):
Branding is awesome, but mypoint is the next company that's
doing $55 million a year forthem to dedicate $100 grand
towards branding that can getlost.
It's like that's nothing.
So branding takes a lot ofmoney and a lot of time and
there's a big lag.
So if you're sub $10 million ayear, if it's me, I'm spending
(47:21):
money on now money and slowlybuilding up my brand, because
brand is through reputationabove all else, and then I'll
start wrapping the trucks anddoing that stuff.
But if you have a limitedbudget, if you have three, four
or $5,000, $10,000 a month tospend, I can tell you a branding
.
If I'm taking five grand ofthat out, I'd rather put 10
grand into marketing because I'mgoing to grow a lot more than
(47:42):
spending the extra cutting mybudget in half from my leads.
So that's just my two cents onbranding and people may not
agree with it, but I built oneof the largest brands in the
roofing space and guess how muchmoney I've spent on branding?
zero, yeah, this is the mostimportant thing for my brand is
the sign.
(48:02):
Jim, you had to tell me to getswag for us.
I shipped you that sweatshirtbecause you asked me to and I'm
grateful I did like I.
So my point is like your brandis based on your experience, so
that that that right there, myguess is, is folks tuning in um
identified.
If you run those through eachlead source, you will.
You will locate money that youcan cut.
(48:23):
And now I want you to tally upthe total savings.
You can write Jim a thank youcard and say hey, jim, your
podcast and the education I gotfrom this just saved me 20, 30,
40, 50, $100,000 because I paidattention and took notes.
And then you can figure outwhere you want to reinvest that
money.
Hell, you can just keep it.
Maybe it's profit, maybe youjust want to go on vacation?
(48:44):
Cool, you could reinvest it byjust looking at all the lead
sources that check the yes, thatit's trackable, generates
quality leads, acceptable costand it's consistent, predictable
.
And then you just double downand then you just miraculously
poured a hundred thousanddollars back to put fuel on the
fire of what's working.
Magic, true magic, and thenmaybe even get a test budget
(49:08):
together.
So that'd be, that'd be.
That's probably my, my biggest,my biggest takeaway to help
people just immediately opentheir eyes, to just thinking a
little differently aboutmarketing.
Speaker 1 (49:20):
So one of the things I want to add a couple of things
to that.
So first of all, trackable islike.
My favorite way of tracking isforms and phone call like call
tracking numbers, call trackingnumbers 100%, that's like.
So you know which phone numberthey called, where that came
(49:42):
from, you know what form theyfilled out.
That form exists on a specificlanding page or on your website
or wherever that is, so you'regetting that attribution.
It does get challenging, becausesometimes they see you here,
they call you there and theytell you that they found you on
(50:02):
Google, but really it wassomething else and they just
Googled your company name andcalled you there.
So you have to be cautious inyour tracking around that.
One of my favorite ways thatI've learned to measure brand
and is brand working.
Brand is outrageously hard totrack, but branded searches in
(50:27):
your Google search console is away to.
It's a metric that you canmeasure against the more people
that type your name inspecifically into Google.
I feel like that's a goodmeasurement of brand.
So, from a tracking perspective, if you're you know, you can
kind of see, you could see, thatthat's actual, that's an actual
(50:48):
number.
So that those are some tips forpeople there.
Um, one of the things that I'vebeen talking about that kind of
comes down around this too isthe acquisition cost acceptable?
This is I really believe thatthere is no definitive customer
(51:11):
acquisition cost number and thatit really falls within a range.
Yeah, and it will fluctuateseasonally too, and it'll
fluctuate and there's so manyvariables and it'll be different
per channel, per marketingchannel.
There's so many variables.
But I think that that's whereI've had this conversation with
a lot of people recently whereI'm like do you know what your
(51:35):
optimal customer acquisitioncost range is?
If you don't, you're not readyto market.
Yeah Right, like you're justnot ready, you don't know where
the goal line is.
It is.
And if you don't know where thegoal line, that's the goal line
.
Customer acquisition cost.
To me is the goal line Like nowyou have a lead cost is
(51:58):
variable Appointment set rates,are you know sales closing rates
from this rep to that rep?
But that customer acquisitioncost coming through really hits
your.
That hits your net profit.
Speaker 2 (52:11):
And so you just got to think what.
What is the most that I amwilling to spend?
Earn a roof customer.
Earn a roof customer.
And the reason that you can'tjust pick a number out of a hat
is I've worked with companieswhose average sale price is
north of $40,000.
And I've worked with othersthat are barely north of 10.
And if you're selling a $10,000roof on razor thin margins and
(52:34):
you're making a few grand,that's very different than if
you're selling a $40,000 roofwith a really, really fat margin
and obviously you'd be willingto spend a lot more money to
earn a $40,000 customer than a$10,000 customer.
But you need to just askyourself what is the most you'd
be willing to spend, and thatbecomes your cutoff point.
By the way, the most you'rewilling to spend while staying
(52:59):
profitable, yes.
Speaker 1 (53:04):
Yeah, key.
Thing.
Speaker 2 (53:04):
While staying profitable.
Speaker 1 (53:05):
Yes, yeah, key, key thing, while staying.
So here's some things I want.
I want to kind of wrap it uphere with, uh, with, with kind
of you know how to like how canthey put these things that we
talked about together?
Yeah, um, you know how do we?
How do we kind of hear this isa starting point.
Do this first, this second,this third, like let's just run
them through.
You know, of course, I'm goingto tell them step one, join the
(53:27):
RSRA so that they could getaccess to the full, to this full
conversation and trainings.
But, like, for people listening, like let's go through just
some, you know, putting ittogether, some steps to putting
it together.
Speaker 2 (53:42):
Let's go through.
I'm going to give a homeworkassignment, and I mean this.
I don't care what you do or whoyou work with.
By doing what I'm about toshare with you, you will likely
run circles around the marketingagencies that you're working
with.
So, number one get yourdashboard in place.
Your reporting so your totalleads, qualified leads, set rate
, close rate, looking at your adperformance, clicks and landing
page conversion.
And then your financials totalspend, cost per lead, cost per
(54:06):
appointment and customeracquisition cost.
Start there.
Step two set a weekly meeting.
My theme that I always hearmarketing Mondays.
Every Monday you look throughthese numbers each week, not
each month, because you wait 30days and look back and say, holy
crap, the form of my websitewas broken.
The agency blew through $10,000in my budget and it didn't work
(54:28):
.
Look at it weekly.
So that's your first two thingsGet your dashboard in place and
measure it weekly.
On a marketing Monday setmeeting, okay.
Number three secret shopper yourown company.
Secret shopper your own company.
Go to your website, fill outthe form, call your company.
Go through the process.
Fill out a web form through thelanding page and all the places
you're paying money for ads.
(54:49):
Go through it as a customer.
Don't rely on your agencysaying they did a good job and
they tested it.
Look at it.
So that's number three.
And then number four.
Rewind this episode and listento what we talked about with
nailing down your sliver of themarket in the messaging for your
company.
And then, once you have that inmind, once you're secret
shopping your company, you'll belike oh man, adam's right, my
(55:11):
agency said that we're the bestroofer in all of Atlanta and so
does every other competitor.
So there's 126 companies thatare rated number one in Atlanta.
It cracks me up.
You can do this anywhere.
I pulled out oh, number oneroofer.
Here there's a lot of numberone roofers, self-proclaimed,
and in most marketing is allabout me shouting from the
rooftops.
But powerful marketing istelling your customer story.
(55:32):
It's talking to them and givingthem what they want.
So if you can do just that, youwill immediately highlight I
don't even whatever's right foryou is wrong for the next person
and vice versa.
Take these concepts, apply themand, like a, I mean it.
It's magic.
You're going to start to seeyour marketing with different
light.
Like oh, wait a minute, I don'thave enough qualified leads.
(55:53):
I got to fix that.
Wait a minute.
My messaging is not great.
I got to fix that.
Wait a minute.
My office is not reallyhandling these phone calls and
about leads very good, I got tofix that.
So start there and I promiseyou with every single penny in
my name that by doing that, youwill notice a statistically
significant difference in yourmarketing.
By applying these concepts,that's awesome, man.
Speaker 1 (56:14):
Thanks for your time today.
This has been another episodeof the Roofing Success Podcast.
Thank you for tuning into theRoofing Success Podcast For more
valuable content, visitroofingsuccesspodcastcom While
there, check out our sponsorsfor exclusive offers, shop for
merchandise and sign up for ournewsletter for industry updates
and tips.
Also join the Roofing SuccessFacebook group to connect with
(56:38):
other professionals and stayupdated on the latest trends.
If you enjoyed this episode,please subscribe, like, share
and leave a comment.
Your support helps us continueto bring you top industry
insights.
The website link is in thedescription.
Thanks for listening you.
Popular Podcasts
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.